Diploma thesis focuses on clarifying of sociocybernetics principles and its connection to other sciences. It refers to possible approach to information, knowledge, systems. Further, it appeals to individuals in terms of social system and their values, abstract reality perception, utilization of feedback, autopoiesis (self-organization) and many others. Theoretical frame offers to reader awareness about this topic. Practical part points out possible application of this concept along complex organization analysis. Results of analysis refer to bottlenecks and possible improvements, in terms of sociocybernetics principles and methods.

The immense changes in the economic environment caused by globalization and technology have forced organizations from around the world to transform in order to adapt, survive, and succeed in the changing world of the new millennium. These changes are not only in the external elements of the organization – its products, activities, or structures – but also in its intrinsic way of operating – its values, mind-set, even its primary purpose. Organizations must learn faster and adapt to the rapid change in the new environment or they will not survive (De Vries, 2001; Ellis&Pennington, 2004). According to Senge (1990b), learning organizations demand a new view of leadership. In a learning organization, leaders are designers, stewards, and teachers. They are responsible for the building of organizations where employees continually expand their capabilities to understand complexity, clarify vision, and improve shared mental models – that is, the leaders are responsible for learning. Leaders in learning organizations must help employees see the big picture, with its underlying trends, forces, and potential surprises. They need to think systematically and be able to foresee how internal and external factors might benefit or destroy the organization (Senge 1990b). Autocratic leadership behaviour, focused on exercising top-down control is more successful in stable environments. Transformational leadership behaviour focused on giving inspiration through the marshalling of ideas, creativity, and the initiative of its employees, is more successful in competitive, changing environments (Cockerill, Schroder&Hunt, 1998). The focus of this research has been on the measurement of leadership behaviour as part of the implementation of a holistic model and process in an organization that has to function in a competitive, changing environment. A 360° leadership assessment questionnaire has been used to conduct the research. A set of fifteen transformational leadership competencies have been identified by the organization where the research was conducted as the leadership competencies that will enable the organizations’ leaders to be effective, successful leaders in a dynamic, changing and competitive business environment. Based on the identified set of leadership competencies, a 360° Leadership Assessment Questionnaire (LAQ) was developed and validated. The LAQ was used to measure leadership behaviour in the organization under research annually over a period of three years as part of the implementation of a holistic model and process for leadership development. The objectives of this research were the following: <ul><li>To measure leadership behaviour by means of a 360° leadership assessment questionnaire as part of the implementation of a holistic model for leadership development;</li> <li>To track the overall changes in leadership behaviour over a period of three years in order to determine if the implementation of a holistic model and process had a positive impact on leadership behaviour over a extended period of time;</li> <li>To analyse and describe the trends and patterns in leadership behaviour based on the results of the 360° leadership assessment questionnaire conducted over a period of three years;</li> <li>To describe the elements and implementation of a holistic model and process for leadership development.</li></ul> The quantitative statistical analysis of the 360° leadership assessment data indicated statistically significant differences in nine of the fifteen transformational leadership competencies that were measured in the 360° Leadership Assessment Questionnaire. All the ratings showing statistically significant differences were identified, interpreted and discussed. The following trends and patterns were identified, based on the statistical analysis of the research data: <ul> <li>Top Management (M2-3) received consistently higher ratings than the other management levels;</li> <li>Middle Managers (M5-6) received significantly lower ratings than the other management levels in terms of integrity, purpose building, information capacity, conceptual ability, business acumen and empowering;</li> <li>Female leaders received significantly lower ratings than male leaders in terms of information capacity, people development and empowering. Although females were rated higher than their male counterparts by their supervisors, all the other rater groups rated female leaders lower than male leaders on these competencies;</li> <li>Leaders in the age group 25-40 years received the highest ratings on business acumen and visionary thinking;</li> <li>Leaders in the age group 41 – 50 years were rated the highest by all the rater groups on conceptual ability;</li> <li>African (Black) leaders were rated significantly higher on visionary thinking in years 1, 2 and 3 than leaders from other race groups.</li></ul> The company overall results indicated an improvement in most of the competencies, except for integrity and self-responsibility which stayed the same. Motivational capacity is the only competency where there has been an improvement in year 2 and a decline in year 3. The competencies on which leaders received the lowest ratings are motivational capacity, people development, visionary thinking and empowerment. The overall trend on the overall 360° leadership assessment results over a period of three years clearly indicates an improvement in all the competencies, except for motivational capacity, integrity and self-responsibility. These trends and patterns were utilised to determine what type of development interventions and programmes are needed in the organization to facilitate leadership development in the context of the Holistic Model for Leadership Development. The improvement in the overall 360° leadership assessment results also indicates the implementation of a holistic model and process for leadership development has led to an improvement of the overall leadership capability of the organization where the research was conducted. / Thesis (PhD (Psychology))--University of Pretoria, 2008. / Psychology / unrestricted

VUCA är ett begrepp, som används för att beskriva den komplexa, oförutsägbara och snabbrörliga omvärld vi lever i idag. Det talas ofta om ett paradigmskifte och att det kommer krävas nya managementmodeller för att framgångsrikt leda organisationer. Det ställs ökade krav på organisationer att snabbt kunna ställa om, ständigt arbeta med förbättring och utveckling för att öka sin innovationskraft. Psykologisk trygghet är ett fenomen som fått ökat utrymme i näringslivet och i forskning under senare år, då det starkt korrelerar med individers och teams förmåga att möta förändring och vara högpresterande. Psykologisk trygghet är en gemensam övertygelse hos medlemmarna i ett team om att teamet är tryggt för interpersonellt risktagande. Syftet med denna uppsats var att bidra med kunskap kring hur företag arbetar för att vara i ständig förnyelse och bygga kapacitet i organisationen för att möta kraven i VUCA, samt förstå hur psykologisk trygghet kan vara en motor i det arbetet. En kvalitativ intervjustudie genomfördes med sex intervjuer på två större organisationer. Studiens resultat pekar på sex viktiga fokusområden för att vara och leda i ständig förnyelse och framgångsrikt kunna möta de nya kraven. Dessa sex fokusområden beskrivs på följande sätt: Storytelling -”varför” som möjliggörare för motivation och mening, Förmåga att lära - nyfikenhet som möjliggörare för nytänkande och innovation, Ledarbeteenden - vara förebild som möjliggörare för beteendeförändring, Individen i centrum - självkännedom som möjliggörare för  självledarskap, Ägandeskap - autonomi som möjliggörare för ansvarskänsla och empowerment och Arbetssätt - lita på processen som möjliggörare för struktur och uthållighet. Studien visar vidare att det finns stark koppling mellan psykologisk trygghet och de sex fokusområdena för att vara i ständig förnyelse och kunna möta kraven i omvärlden. Psykologisk trygghet är en möjliggörare för att bygga kapacitet genom dessa fokusområden. Fokusområdena bidrar i sin tur till ökad psykologisk trygghet, samtidigt som de möjliggör att vara i ständig förnyelse. / VUCA is the term used to describe the complex, uncertain and rapid changing world we live in today. Often it is described as a new paradigm with needs for new management models to continue to be successful. In order to be able to meet the new requirements, organizations need to develop ability to smoothly adapt to change, constantly work with improvement and development to increase their power to innovate. Psychological safety is a phenomenon that got more attention in business and research in recent years, due to its high correlation to the ability of individuals and teams to face change and to be high performance units. Psychological safety is a shared belief held by members of a team that the team is safe for interpersonal risk taking. The purpose of this thesis was to contribute with knowledge about how companies work to build capacity in organizations to meet the requirements of VUCA, as well as understanding how psychological safety can be an enabler in this work. A qualitative interview study was conducted with six interviews at two larger organizations. The result of the study highlights six important focus areas for being in continuous renewal and successfully meeting the new requirements. These six focus areas are described as follows: Storytelling - “why” as an enabler for motivation and meaning, Ability to learn - curiosity as an enabler for innovation, Leadership behaviours - to be a role model as an enabler for behaviour change, People centric approach - self-awareness as an enabler for self-leadership, Ownership - autonomy as an enabler for responsibility and empowerment and “Way of working” - trust the process as an enabler for structure and endurance. The study further shows that there is a strong link between psychological safety and the six focus areas. Psychological safety is an enabler to build capacity in these areas. The focus areas contribute in return to increase psychological safety and at the same time support the ability to meet the complex, uncertain and rapidly changing world. / <p>2020-11-26</p>

För att bli en framgångsrik organisation talar man om kunskap– och lärprocesser som går genom organisationen, från individen till högsta ledningen. Det innebär att den kunskap som finns hos individerna måste synliggöras, delas, spridas och tas i bruk av andra i organisationen. I denna uppsats ligger fokus på processen. Här är lärandet och ledandet som regel av avgörande betydelse och en viktig framgångsfaktor. Den primära datainsamlingen har skett genom semistrukturerade intervjuer med chefer på Region Halland. Avsikten var att informanterna skulle få delge sin syn och erfarenhet inom valt ämnesområde. Resultatet har analyserats utifrån valda teorier och tidigare forskning inom ämnesområdet. Peter Senges teorier för den lärande organisationen fungerar i studien likt en ideologisk bakgrund som sammanfattar grunddiskursen och tänkandet kring begreppet den lärande organisationen. Fredrik Tell, Jonas Söderlund och Nancy Dixons modeller för kunskapsprocesser utgör i studien mer konkreta teorier som applicerats på det empiriska materialet. Studiens resultat ses utifrån chefernas perspektiv och uppfattningar. Resultatet gör tydligt att kunskapshantering står centralt och är avgörande för organisationens framgång. Medarbetare lär sig genom att lära tillsammans. Ännu en slutsats är att ledarskapet och medarbetarskapet i den studerade organisationen mer ses likna ett partnerskap, där chefen har stort inflytande över hur kunskapsöverföring sker. Samarbete, deltagande och anpassningsbarhet präglar chefers syn på den lärande organisationen. / The key to a successful organisation lies in knowledge management. In this study we acknowledge that knowledge exists within individuals and believe that this knowledge can serve of use to the organization through learning– and knowledge processes. In this paper we aim to highlight this process, where learning and leadership act as a crucial and important factor on the road to success. The primary empirical data has been collected via semi-structured interviews where informants where allowed to share their views and experience. The results have been analysed based on selected theories and previous research in the area of subject. Peter Senge presents a theory on learning organization which in this paper act as an ideologic framework which summarise the thinking behind the concept. Fredrik Tell, Jonas Söderlund and Nancy Dixon's models on how knowledge management can be applied in a practical context constitute more concrete theories in use. The study’s results are viewed from the managers perspectives and perceptions. The result emphasise that knowledge management is central and crucial in becoming a successful organisation. Employees learn by learning together. Another conclusion is that leadership and employeeship in the studied organization takes form as a partnership, where managers has influence on the way knowledge is transferred, shared and put into use. Teamwork, participation and adaptability characterizes managers' view of the learning organization.

In the public sector, both audit and quality control processes play a vital part in governance model of today. The magnitude of the usage of the concept is so vast that it has been said that we are living in the audit society. The discussions that prevail are not whether they are needed, but how they should be carried out. The aim of this study is to evaluate and analyze part of the described audit society, in order to be able to make proposals for improvement. A case study has been carried out at the Quality and development department within municipal social services administration. The study has reviewed the quality control process performed at this department from the perspective of Total Quality Management. The current situation was mapped through interviews, discussions and document studies that later on were analyzed to highlight different areas for improvement. The result shows a limiting dutiful ethical organizational culture with a strong focus on assignments and requirements, but less on responsibility and development. The study concludes that a cultural change is needed, a change that promotes organizational learning and continuous improvement. / Granskningar och uppföljningar har idag en central roll i den offentliga sektorns styrmodell. Omfattningen har blivit så stor att det oftast talas om ett granskningssamhälle. Diskussionerna som råder är inte om de behövs, utan hur de bör utföras. Syftet med studien var att undersöka och analysera en del av det beskrivna granskningssamhället för att sedan ge förslag på förbättringar. En fallstudie har därför genomförts på en Kvalitets- och utvecklingsavdelningen inom Socialförvaltningen. Studien har granskat avdelningens kvalitetsuppföljningar med utgångspunkt från offensiv kvalitetsutveckling. Nuläget kartlades genom intervjuer, samtal och dokumentstudier som sedan analyserats för att belysa olika förbättringsmöjligheter. Resultatet visar på en begränsande pliktetisk organisationskultur med stort fokus på uppdrag och krav, men mindre på ansvar och utveckling. Därför föreslås en kulturell förändring som främjar organisatoriskt lärande och ständiga förbättringar.

Stockholms läns landsting är en demokratiskt styrd organisation där en av huvuduppgifterna är att länets invånare får tillgång till en väl fungerande kollektivtrafik. Trafikförvaltningen i Stockholm ansvarar för att utveckla och förvalta kollektivtrafiken. Ett mål är att öka resandet med kollektivtrafiken och samtidigt uppnå miljömål. En ren, hel och lagom varm buss ökar kundnöjdheten och främjar dessutom arbetsmiljön för bussföraren. Idag är det vanligaste sättet att parkera våra bussar utomhus längs så kallade bussvärmeramper. Tekniken har genom åren förändrats i bussen men det har inte skett i samverkan med bussvärmerampen. Arbetsmiljön vid förarplatsen kräver enligt ett regeringsbeslut temperaturen 5 °C vid förararstolen och tillufttemperaturen 10 °C vid defrostermunstycket, vilket då är det minsta kravet när bussen ska tas i bruk vid arbetspassets början. Bussar som parkeras utomhus kräver stora mängder energi för att klara de krav som finns för bussförarens arbetsmiljö och om vi istället parkerar bussarna inomhus så kan vi spara pengar och uppnå organisationens miljömål på vägen. Syfte med examensarbetet är att undersöka hur snabbt det går att räkna hem en investering genom att bygga hall istället för bussvärmeramp. Arbetet belyser bussens parkering och arbetsmiljön för bussföraren och de fördelar och nackdelar som finns om vi istället parkerar våra bussar inomhus i hall. För att öka intresset för att förändra behöver vi lära oss mer om förutsättningarna i bussdepåerna och en investering kan hjälpa trafikförvaltningen i Stockholm att minska energianvändningen, öka kundnöjdheten, förbättra arbetsmiljön för bussföraren och skydda våra bussar mot väder och vind. / Stockholm County Council is a democratically controlled organization, one of their main responsibilities is that people has access to a well-functioning public transport. Trafikförvaltningen of Stockholm is responsible for developing and taking care of the public transport. One aim is to increase traveling by public transport while achieving environmental objectives. A bus that is clean, without any dents of fault and temperately warm will increase customer satisfaction and promote working as a bus driver. The most common way to park our buses today is outside lined up along the heating ramps. The technology in the bus has been developed over the years but the heat ramps haven’t been developed as much. The working environment the driver requires, according to a government decision, is temperature 5 °C at the driver's seat and supply air temperature 10 °C at the defroster jets these are the minimum requirements for the bus when it takes into service at the beginning of a shift. Buses parked outdoors require a large amount of energy to meet the requirements of the bus driver's working environment. If we instead park buses indoors we can save money and achieve environmental objectives. The aim of this master thesis is to investigate pay-back time for the investment of parking buses indoors instead of parking buses outdoors on heating ramp. The work highlights the bus parking condition and the working environment for the bus driver the advantages and disadvantages if we park our buses indoors in halls instead of outdoors. We need to learn more about the conditions in the bus depots to increase interest of change. An investment can help the organization achieve environmental goals, reduce energy consumption, improve the working environment for the bus driver, increase customer satisfaction and protect our buses from bad weather and become independent of the outdoor temperature.

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Bakgrund: En av vår tids största omställningar är digitaliseringen. Den digitala innovationen har varit avgörande och öppnat möjligheter för kommunikation och samarbete hos företag runt om i världen. Virtuella team har kommit att blivit en stor del av dagens arbetssituation. Digitaliseringen har skapat större utmaningar för ledare att engagera och motivera medarbetare. För att främja varje individs begåvning, kreativa idéer, drivkraft samt prestationer finns det ett ramverk, kallat performance management som främjar denna typ av arbetskraft. En viktig aspekt av performance management anses även vara “lärande”. Så långt det är praktiskt möjligt bör lärande och arbete integreras. Syfte: Studiens syfte är att undersöka digitaliseringens påverkan på digitalt teamledarskap, arbete med performance management samt organisatoriskt lärande. Metod: Studien använder både kvalitativ och kvantitativ data men har främst ett kvalitativt fokus där en multipel fallstudie hos fyra företag gjorde det möjligt att uppnå syftet. I uppsatsen benämns dem som Företag A, B, C och D. Det genomfördes en triangulering som bestod av intervjuer med personer i ledande positioner, en enkätundersökning med medarbetare på samtliga företag samt insamling av dokumentation från företagen och deras hemsidor. Slutsats: I undersökningen har Företag A, B, C och D blivit exempel på hur digitaliseringens påverkan sett ut för olika företag och branscher vad gäller digitalt teamledarskap, arbete med performance management samt organisatoriskt lärande. Studien visar att digitaliseringen i stor utsträckning har påverkat det digitala teamledarskapet. Däremot var digitaliseringens påverkan vad gäller arbetet med performance management inte särskilt påtaglig då samtliga företag arbetar med digitala verktyg och system sedan innan. Vad gäller organisatoriskt lärande visar studien slutligen att digitaliseringen haft en inverkan på processen att bli en lärande organisation. / Background: One of the biggest changes of our time is digitalization. Digital innovation has been crucial and opened opportunities for communication and collaboration with companies around the world. Virtual teams have become a big part of today's work situation. Digitalization has created greater challenges for leaders to engage and motivate employees. To promote each individual's talent, creative ideas, driving force and performance, there is a framework, called performance management, that promotes this type of labor. An important aspect of performance management is also considered to be “learning”. As far as is practically possible, learning and work should be integrated. Purpose: The purpose of the study is to investigate the impact of digitalization on digital team leadership, performance management and organizational learning. Method: The study uses both qualitative and quantitative data but mainly has a qualitative focus where a multiple case study at four companies made it possible to achieve the purpose. In the thesis, they are referred to as Company A, B, C and D. There, a triangulation was carried out which consisted of interviews with people in leading positions, an employee survey at all companies was implemented and collection of documentation from the companies and their websites. Conclusion: In the survey, Company A, B, C and D have become examples of how the impact of digitalization looked for different companies and industries in terms of digital team leadership, work with performance management and organizational learning. The study showed that digitalization has greatly affected digital team leadership. On the other hand, the impact of digitalization in terms of work with performance management was not very significant as all companies have been working with digital tools and systems before. In terms of organizational learning, the study finally shows that digitalization has had an impact on the process of becoming a learning organization.

摘 要 本研究主要是藉由探討台灣企業在面臨「轉型升級壓力」而必須做經營策略調整時，經由本研究所建構的理論模型與實際個案間的檢證研究突顯出「企業學習能力」在企業轉型升級與策略選擇過程中的關鍵地位。 本研究以創造台灣最高經濟產值貢獻的資訊科技(IT)產業之個案廠商為對象，探究其「企業學習能力」對「企業轉型升級策略」選擇的影響，以及「目標產業的知識特質」、「企業學習能力」、「企業轉型升級壓力」三者間的關聯性。本論文的研究方法是以對個案的資料文件做深度探究的內容分析法為主，選取國內具代表地位的二家資訊硬體大廠為研究對象，嘗試對其「企業學習能力」與「企業轉型決策過程」作系統性的探索。 本研究歸納分析所得到的研究發現如下： 【研究發現一】取得「企業學習能力」的實證觀察指標。 【研究發現二】「企業轉型升級壓力」的大小會影響「企業轉型升級策略選擇」。壓力愈小時，企業選擇「攻勢」之轉型升級的機會就愈大；反之，則企業選擇「守勢」之退守退出的機會就愈大。 【研究發現三】「企業學習能力」的強弱會影響「企業轉型升級策略的選擇」。企業學習能力愈強時，則企業選擇「攻勢」之轉型升級的機會就愈大；反之，則企業選擇「守勢」之退守退出的機會就愈大。 【研究發現四】「企業學習壓力數學關係式」的發現實證了「企業學習能力」與「目標產業知識特質」和「企業轉型升級壓力」之間，存有簡單的「數學關聯」。 【研究發現五】「企業轉型升級策略選擇」的決策關係式。 因此，本研究認為企業在做轉型升級的決策時，千萬不要忽略企業本身的「學習能力」是否能承載「目標產業的知識特質」？建議企業宜在所欲朝向轉型升級之「目標產業的知識特質」下，考量企業本身的「學習能力」強弱，評估本身「企業轉型升級壓力」的大小，最終對「企業轉型升級策略」做出合乎自身最佳利益的理性選擇。此外，本研究亦建議企業或可藉由參考「企業學習能力系統-SOFA模型」來規劃建構或是強化自身的「企業學習能力」，以因應未來無窮的變局與挑戰！ / Abstract This research is conducted by exploration and explanation between theoretical model and case studies to prove the key role of the enterprise’s learning ability (ELA) in the procedure of the enterprise’s transformation and the option of strategy. The researcher selected cases from information technology industry which contributed most to Taiwan economic growth in recent years to explain the influence of ELA on selecting the strategy of transformation and to explore the relevance among the characteristics of objective industrial knowledge, ELA and the pressure of enterprise transformation. This thesis applied content analysis to explore the documents from two big enterprises of information hardware , trying to systematically study their learning ability and to find out how they make a decision of transformation. According to the analyses of these two cases, the study has got the following conclusions： 1.The collection of empirical indexes of enterprise learning ability (ELA). 2.The pressure of enterprise transformation will influence the option of transformation strategy. The smaller the pressure is , the bigger the chance for the enterprise choosing aggressive way to transform would be. On the contrary, the bigger the presser is , the bigger the chance for the enterprise choosing conservative way to withdraw would be. 3.The performance of ELA will influence the option of enterprise transformation strategy. The stronger the ELA is , the bigger the chance for the enterprise choosing aggressive way to transform would be. On the contrary, the weaker the ELA is , the bigger the chance for the enterprise choosing conservative way to withdraw would be. 4.The formula of enterprise learning pressure proves the existence of simple mathematical relevance among ELA, the characteristics of objective industrial knowledge and the pressure of enterprise transformation. 5.The decision-making formula of the option of enterprise transformation strategy. As a result , this research indicates that an enterprise making transformation decision should never neglect the fact whether its ELA could undertake the characteristics of objective industrial knowledge or not . This research suggests that enterprises facing transformation pressure from the characteristics of objective industrial knowledge had better take their learning ability into consideration , and finally make a rational choice of transformation strategy to meet their best needs. In addition , this research recommends that enterprises might use “Enterprise Learning Ability System (ELAS)” i.e. “SOFA model” to construct or strengthen their learning ability in order to cope with countless challenge in the future.